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AMR Corporation
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For fiscal year ended December 31, 2004. o Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 Commission file number 1-8400. AMR Corporation (Exact name of registrant as specified in its charter) Delaware 75-1825172 (State or other jurisdiction (I.R.S. Employer Identification No.) of incorporation or organization) 4333 Amon Carter Blvd. Fort Worth, Texas 76155 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code (817) 963-1234 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of exchange on which registered Common stock, $1 par value per share New York Stock Exchange 9.00% Debentures due 2016 New York Stock Exchange 7.875% Public Income Notes due 2039 New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: NONE (Title of Class) Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes No o. Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229.405 of this chapter) is not contained herein, and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. -
Jay-Z Adds Second Brooklyn Show to the 4:44 Tour Due to Overwhelming Demand
JAY-Z ADDS SECOND BROOKLYN SHOW TO THE 4:44 TOUR DUE TO OVERWHELMING DEMAND WHO: JAY-Z WHAT: Additional Brooklyn date for the 4:44 TOUR WHEN: November 27th, 2017 HOW: Continuing its commitment to bring fans closer to their favorite artists, TIDAL members will have access to a special presale beginning on Tuesday, July 11th at 12pm ET. Members can find details for purchasing tickets at Sprint.TIDAL.com. Citi® is the official presale credit card for the 4:44 TOUR. As such, Citi® cardmembers will have access to purchase U.S. presale tickets beginning Tuesday, July 11th at 12pm ET until Thursday, July 13th at 10:00pm ET through Citi’s Private Pass® program. For complete presale details visit www.citiprivatepass.com. Tickets for the 4:44 TOUR go on sale to the general public starting Friday, July 14th at 10am local time at livenation.com. VIP Packages are available at VIPNation.com. WHERE: See below dates. 4:44 TOUR ITINERARY Friday, October 27 Anaheim, CA Honda Center Saturday, October 28 Las Vegas, NV T-Mobile Arena Wednesday, November 1 Fresno, CA Save Mart Center at Fresno State Friday, November 3 Phoenix, AZ Talking Stick Resort Arena Sunday, November 5 Denver, CO Pepsi Center Arena Tuesday, November 7 Dallas, TX American Airlines Center Wednesday, November 8 Houston, TX Toyota Center Thursday, November 9 New Orleans, LA Smoothie King Center Saturday, November 11 Orlando, FL Amway Center Sunday, November 12 Miami, FL American Airlines Arena Tuesday, November 14 Atlanta, GA Philips Arena Wednesday, November 15 Nashville, TN Bridgestone -
National Basketball Association
Appendix 2 to Sports Facility Reports, Volume 5, Number 2 ( Copyright 2005, National Sports Law Institute of Marquette University Law School) NATIONAL BASKETBALL ASSOCIATION Note: Information compiled from Forbes Magazine (franchise values), Lexis.com, Sports Business Journal, and other sources published on or before January12, 2005. Team Principal Owner Recent Purchase Current Value ($/Mil) Price ($/Mil) (Percent Increase/Decrease From Last Year) Atlanta Hawks Atlanta Spirit, LLC $250 (2004) $232 (+15%) includes Atlanta Hawks, Atlanta Thrashers (NHL), and operating rights in Philips Arena Arena ETA COST % FACILITY FINANCING (millions) Publicly Financed Philips Arena 1999 $213.5 91% The facility was financed through $149.5 M in taxable revenue bonds that will be paid back through stadium revenues. A new 3% car rental tax pays for $62 M of the public infrastructure costs and Time Warner contributed $20 M for the remaining infrastructure costs. UPDATE The purchase of the Hawks, Atlanta Thrashers (NHL) franchise, and operating rights in Philips Arena to the Atlanta Spirit, Inc. was finalized in March 2004. A recently reported investor with a 1% share in the franchise is Atlanta Hawks legend Dominique Wilkins. NAMING RIGHTS Philips Electronics is paying $185 million over 20 years for the naming rights that expire in 2019. Team Principal Owner Recent Purchase Current Value ($/Mil) Price ($/Mil) (Percent Increase/Decrease From Last Year) Boston Celtics Boston Basketball $360 (2002) $290 (+6%) Partners LP, a group made up of Wycliffe Grousbeck, H. Irving Grousbeck and Stephen Pagliuca. Arena ETA COST % FACILITY FINANCING (millions) Publicly Financed FleetCenter 1995 $160 0% Privately financed and owned by the NHL’s Bruins. -
Wolverine Interests, Llc
WOLVERINE INTERESTS, LLC Wolverine Interests is a Dallas, Texas based Commercial Real Estate Investment Firm led by industry veterans with a deep understanding of complex financing, master development and management expertise. Wolverine specializes in: • Mixed-Use Developments • Office Developments • Multi-Family Developments • Single Tenant Properties • Office Acquisition/Disposition • Complex Financing • Tenant Representation MIXED-USE DEVELOPMENTS Wolverine Interests specializes in office, multi-family, and master planned mixed-use developments. Over the past 40 years, our partners have developed over 8,000 multi-family units, 8 large office buildings, and master planned 3 comprehensive mixed-use projects in the DFW metroplex. Wolverine assembles the capital stack for the project in accordance to the investment strategy of the investors. From there, we facilitate the entire development process from architectural plans, to land purchase, through construction management and lease-up, to asset management. Wolverine’s success stems from our vision to create communities that provide optimal live/work/play experiences for the end user. FRISCO SQUARE - 60 ACRES Frisco Square is similar to a European village; a pedestrian-friendly urban environment in Frisco, Texas. Designed by David M. Schwartz; whose work includes the American Airlines Center in Dallas, the Ballpark in Arlington, and the Bass Performance Hall in Fort Worth; along with O’Brein, Boka & Powell whose notable work includes The Star in Frisco. The development encompasses office, retail, multi-family and municipal product located on over 60 acres in one of fastest growing cities in the United States. Located right off the Dallas North Tollway and across the street south of Toyota Stadium; home of FC Dallas soccer club. -
US and Plaintiff States V. US Airways Group, Inc. and AMR Corporation
Case 1:13-cv-01236-CKK Document 170 Filed 04/25/14 Page 1 of 28 UNITED STATES DISTRICT COURT FOR THE DISTRICT OF COLUMBIA UNITED STATES OF AMERICA, et al. Plaintiffs, v. Case No. 1:13-cv-01236 (CKK) US AIRWAYS GROUP, INC. and AMR CORPORATION Defendants. FINAL JUDGMENT WHEREAS, Plaintiffs United States of America ("United States") and the States of Arizona, Florida, Tennessee and Michigan, the Commonwealths of Pennsylvania and Virginia, and the District of Columbia ("Plaintiff States") filed their Complaint against Defendants US Airways Group, Inc. ("US Airways") and AMR Corporation ("American") on August 13, 2013, as amended on September 5, 2013; AND WHEREAS, the United States and the Plaintiff States and Defendants, by their respective attorneys, have consented to the entry of this Final Judgment without trial or adjudication of any issue of fact or law, and without this Final Judgment constituting any evidence against or admission by any party regarding any issue of fact or law; AND WHEREAS, Defendants agree to be bound by the provisions of the Final Judgment pending its approval by the Court; 1 Case 1:13-cv-01236-CKK Document 170 Filed 04/25/14 Page 2 of 28 AND WHEREAS, the essence of this Final Judgment is the prompt and certain divestiture of certain rights or assets by the Defendants to assure that competition is not substantially lessened; AND WHEREAS, the Final Judgment requires Defendants to make certain divestitures for the purposes of remedying the loss of competition alleged in the Complaint; AND WHEREAS, Defendants have represented to the United States and the Plaintiff States that the divestitures required below can and will be made, and that the Defendants will later raise no claim of hardship or difficulty as grounds for asking the Court to modify any of the provisions below; NOW THEREFORE, before any testimony is taken, without trial or adjudication of any issue of fact or law, and upon consent of the parties, it is ORDERED, ADJUDGED, AND DECREED: I. -
Reno – Stead Airport
Reno-Tahoe Airport Authority FY 2017-18 ANNUAL BUDGET Table of Contents SECTION 1 – Introduction and Summary Airport System Overview. ......................................................................................... 1-2 National and Regional Economic Outlook. ............................................................. 2-13 Air Service Market Update. ................................................................................... 13-17 Air Cargo Update. .................................................................................................. 17-19 Operating Environment. ........................................................................................ 19-29 Budget Process. ..................................................................................................... 29-30 Revenue Bond Resolution .......................................................................................... 30 Planning for the Future .......................................................................................... 30-32 Budget Document Structure ....................................................................................... 32 Conclusion ............................................................................................................. 32-33 Acknowledgments ...................................................................................................... 33 Distinguished Budget Presentation Award ................................................................. 34 SECTION 2 – Executive Summary -
Rules and Regulations Commissioners
Airport Commission City and County of San Francisco Edwin M. Lee Mayor Rules and Regulations Commissioners: Larry Mazzola President San Francisco International Airport Linda S. Crayton Vice President Adopted: March 15, 2016 Eleanor Johns Issued by: The Airport Commission Richard J. City and County of San Francisco Guggenhime Peter A. Stern John L. Martin Director CityandCountyofSanFrancisco AirportCommissionRulesandRegulations AIRPORT COMMISSION CITY AND COUNTY OF SAN FRANCISCO EDWIN M. LEE MAYOR COMMISSIONERS LARRY MAZZOLA PRESIDENT LINDA S. CRAYTON VICE PRESIDENT ELEANOR JOHNS RICHARD J. GUGGENHIME PETER A. STERN CityandCountyofSanFrancisco AirportCommissionRulesandRegulations FOREWORD The statements contained herein express the policy of the San Francisco Airport Commission, duly adopted as the Rules and Regulations, and are intended to ensure the safe and efficient operations of San Francisco International Airport. These Rules and Regulations govern the general conduct of the public, tenants, employees, and commercial users of San Francisco International Airport as their activities relate to the possession, management, supervision, operation and control of San Francisco International Airport by the City through its Airport Commission. JOHN L. MARTIN AIRPORT DIRECTOR City and County of San Francisco Airport Commission Rules and Regulations TABLE OF CONTENTS Rule .....................................................................................................................Page RULE 1.0 DEFINITIONS.................................................................................................................... -
Travel Agency
Booking Options The Economy, Premium Economy, Business and First class booking options all offer the same level Travel of flexibility. The PlanAhead Economy option is less flexible, but offers a discount of 25% off of the Economy rate. Booking Advance Purchase Agency Cabin Fees Inventory Requirement Economy Y No No Premium Economy W No No If you have questions, please contact AirPass Customer Service at (800) 433-6355 (option 1) Business J No No or [email protected] 8 a.m. - 5 p.m. CT, Monday – Friday. First F No No For more information, PlanAhead Economy H Yes, 7-day No please visit airpass.com. Instant Upgrade Fares Instant upgrade fares are offered in select markets, giving members an opportunity to travel in the next higher cabin at the lower cabin rate. These fares are often subject to fare rules like restricted inventories (A, D, I, or R), round-trip booking requirements, and specific point of origin requirements so each market will be unique. AAdvantage® Upgrades Members may upgrade their AirPass bookings via normal AAdvantage upgrade procedures using 500-mile, systemwide or mileage upgrade awards. Ticketing AirPass reservations can only be ticketed by American, so queueing is required. Formats Notes Sabre QP/XTM74/11 • American will queue the reservation back to the agency’s #14 queue. • Sabre agencies will see the following in the PNR after ticketing: H-ADTK/AAIRPASS TKT NBR 0012199999999 Apollo @:3SSR OTHS AA NN1/AAIRPASS • American will send the ticket number via teletype to the agency. Worldspan 3SSR OTHS AA NN1/AAIRPASS • Non-Sabre agencies will see the following in the PNR after Amadeus SROTHSAA-AAIRPASS ticketing: H-AAIRPASS TKT NBR SENT VIA TELETYPE Galileo V.AAA*AAIRPASS Once queued, tickets will be issued 24 hours prior to departure. -
A Two-Door Airplane Boarding Approach When Using Apron Buses
sustainability Article A Two-Door Airplane Boarding Approach When Using Apron Buses Camelia Delcea * , Liviu-Adrian Cotfas , Nora Chirit,ă and Ionut, Nica Department of Economic Informatics and Cybernetics, Bucharest University of Economic Studies, 010522 Bucharest, Romania; [email protected] (L.-A.C.); [email protected] (N.C.); [email protected] (I.N.) * Correspondence: [email protected]; Tel.: +40-769-652-813 Received: 3 September 2018; Accepted: 8 October 2018; Published: 10 October 2018 Abstract: Boarding is one of the major processes of airplane turnaround time, with a direct influence on the airline companies’ costs. From a sustainable point of view, a faster completion of the boarding process has impact not only on the airline company’s long-term performance, but also on customers’ satisfaction and on the airport’s possibility of offering more services without additional investments in new infrastructure. Considering the airplane boarding strategies literature, it can be observed that the latest papers are dealing with developing faster boarding strategies, most of them considering boarding using just one-door of the aircraft. Even though boarding on one-door might be feasible for the airports having the needed infrastructure and sufficient jet-bridges, the situation is different in European airports, as the use of apron buses is fairly common. Moreover, some of the airline companies have adapted their boarding pass in order to reflect which door one should board once they get down from the bus. While using these buses, the boarding strategies developed in the literature are hard to find their applicability. Thus, a new method for boarding on two-door airplanes when apron buses are used is proposed and tested against the actual boarding method. -
Flights (Flights Which Have Not Been Canceled) That Qualify for a Refund Must Be Processed by American Airlines Via the Online Refund Request Form
Schedule Change Introduction General Information Schedule Change-Rule 240/80 or Schedule Irregularity for delayed flights (flights which have not been canceled) that qualify for a refund must be processed by American Airlines via the online refund request form. Travel agents may not process a refund for a non-refundable ticket on a Rule 240/80 for delayed flights (flights which have not been canceled) via their ARC/BSP. If customer requests a refund refer to the Revenue/'Published Fare online Refund Request Form section below. Definitions: Rule 240 Domestic tariff rules which state AA's obligations to our customers when their flights are changed or canceled as a result of Schedule Change(s)/ Irregularities. Rule 240 applies to travel wholly within the 50 U.S., travel between the U.S. and Canada and travel between the U.S. and Puerto Rico /U.S. Virgin Islands. Rule 240 protects all ticketed customers including AAdvantage, AA codeshare and Travel Agents free/reduced rate. AAirpass® tickets should be handled in the same manner as revenue tickets and are considered ticketed at all times. Rule 80 International tariff rules which state AA's obligations to our customers when their flights are changed or canceled as a result of Schedule Change(s)/Irregularities. Rule 80 applies to all international travel except travel between the U.S. and Canada and/or between the U.S. and Puerto Rico /U.S. Virgin Islands. Rule 80 protects all ticketed customers including AAdvantage, AA codeshare and Travel Agents free/reduced rate. AAirpass® tickets should be handled in the same manner as revenue tickets and are considered ticketed at all times. -
Airport Terminal Beacons Recommended Practice
Airport Terminal Beacons Recommended Practice Page | 1 1.0 Table of Contents 2.0 INTRODUCTION ........................................................................................ 4 3.0 BACKGROUND OF AIRPORT TERMINAL BEACONS ......................... 4 4.0 TECHNOLOGY DISCUSSION .................................................................. 6 4.1. What is an Airport Terminal Beacon? ............................................................................... 6 4.2. Building Beacon Business Models .................................................................................... 7 4.2.1. Introduction .......................................................................................................................... 7 4.2.2. Overview .............................................................................................................................. 7 4.2.3. Impact on Technology Deployment .................................................................................. 8 4.2.4. Building the Business Case ............................................................................................... 8 4.2.5. Options for Implementation ............................................................................................... 8 4.2.6. Recommendation ................................................................................................................ 8 4.2.7. Implementation Approach .................................................................................................. 9 4.3. Common Use -
Determining the Number of Passengers for Each of Three Reverse Pyramid Boarding Groups with COVID-19 Flying Restrictions
S S symmetry Article Determining the Number of Passengers for Each of Three Reverse Pyramid Boarding Groups with COVID-19 Flying Restrictions Camelia Delcea 1 , R. John Milne 2 and Liviu-Adrian Cotfas 1,* 1 Department of Economic Informatics and Cybernetics, Bucharest University of Economic Studies, 010552 Bucharest, Romania; [email protected] 2 David D. Reh School of Business, Clarkson University, 333 B.H. Snell Hall, Potsdam, NY 13699, USA; [email protected] * Correspondence: [email protected]; Tel.: +40-771-269-599 Received: 5 November 2020; Accepted: 4 December 2020; Published: 9 December 2020 Abstract: The onset of the novel coronavirus SARS-CoV2 has changed many aspects of people’s economic and social activities. For many airlines, social distancing has reduced airplane capacity by one third as a result of keeping the middle seats empty. Additionally, social distancing between passengers traversing the aisle slows the boarding process. Recent literature has suggested that the reverse pyramid boarding method provides favorable values for boarding time and passenger health metrics when compared to other boarding methods with social distancing. Assuming reverse pyramid boarding with the middle seats unoccupied, we determined the number of passengers to include in each of three boarding groups. We assumed that passengers use a jet-bridge that connects the airport terminal to the airplane’s front door. We used agent-based modeling and a stochastic simulation to evaluate solutions. A full grid search found an initial good solution, and then local search optimization determined the best solution based upon the airline’s relative preference for minimizing average boarding time and minimizing risks to previously seated passengers from later-boarding, potentially contagious passengers breathing near them.